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8.
Board Chair
Kim Kardforyour Mony • Socially connected
• Lobbying to have library
budget reallocated to other
projects
• Has never used the library
• Buys all her books from
Amazon
• Why does the library need so
many staff? And why are
they paid so much?

9.
VP Research
Dr. Ural Doomed • Libraries days are numbered
• Libraries aren’t relevant
• Everyone has computers and internet
• Need information? It’s all online
• Research happens in faculties not
libraries
• With edocs, ebooks, open data and
research online, believes facilities can
be made smaller – no need for print
material

10.
CFO
Roi Bottomline
• All about the bottomline
• Revenue and investments
• How do your services support
revenue generation?
• Services that don’t generate
revenue are a drain on the
system
• If it’s not efficient, outsource
it!

11.
Dean of Humanities
Kee Paiper
• Influential in many circles
• Has deep seated beliefs in traditional
library services and importance of
paper
• Libraries are institutions for archives
& research
• Needs to demonstrate to college
that humanities still contributes to
reputation

12.
Logic model in action for Dr. Papier
Input
(resources)
• One liaison librarian
Output
(operations)
• Faculty research support for a Grant Application
• Completed application submitted on time
Outcome
(user)
• Grant dollars received by faculty
• Faculty member is able to hire 2 grad students to conduct
research
Impact
(stakeholder)
• Increased university visibility in research area
• Enhanced university reputation
• A number of articles are submitted and accepted by academic
journals, increased citations for faculty member

13.
Project Outcomes: Jones & Raven 14
Resource
Perspective
What we
put in
Operational
Perspective
What we
deliver
User
Perspective
What
comes out
of it for
customers
Stakeholder
Perspective
What
changes for
customers
input
outcome
output
impact

28.
Operational/Usage Measures
• We’ve long tracked “how much”
• We also need to look at differences:
• Peaks? Dips? Switches?
• What are these statistics really telling us?
Or, not?
• Who needs to see these statistics?
• Are they telling a story that you want to
tell?
Operational

29.
Satisfaction Measures
• Tends to focus on existing products
and/or services
• Usually measured through surveys
• Are we also measuring importance?
• Survey burnout, plus the
expectation is to score all
“excellent” or “10 out of 10”
Satisfaction

31.
Value
Satisfaction
Operational
Focus on the sweet spot 72 % of First-year Students engaged with
Library staff services in Fall 2017
semester
85% of these Students rated these
services as very important in
addressing their workload &
assignment completion
70% of all Students used the Library in Fall
2017
83% of all these Students rated the Library
as the 2nd most important service
related to academic success on campus,
2nd only to their faculty

36.
We can't come to terms with new concepts until we
learn new language
Horseless Carriages
Car Phones
ATM’s or PTB

37.
Start with stakeholders
Name Position How do
they
measure
their
progress?
Goals &
objectives
What do we know about
them? What type of
stakeholder are they?
What do
they know
about our
services?
Critical that you understand the context in which the measures are considered.
1. In your organization, how is value defined, measured and conveyed?
2. Who are the stakeholders who must understand the value of your services?

38.
The Logic Model
…goes beyond documenting what you did and
measures what difference you made in the life
(work, reputation, etc. )of your target audience…
What has been the positive change in their
sphere… as a result of what you do?

51.
Manage collection
• Determine a collection schedule
• Work out agreements with other departments that
have needed data
• Are you currently collecting data or indicators that
are no longer relevant?
• How long do you need to keep data?
• Who is responsible?